Is this how your organisation runs… |
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Departmentalisation by process. | |
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Too many layers of hierarchy. | |
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High inventory – Inventory considered as Asset. | |
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Very high set-up times and large "economical" batch sizes. | |
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Long Lead-time. |
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Inward focus not custormer focus. | |
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High manufacturing costs. | |
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Inspection, rework & “good enough” quality. |
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Push scheduling from centralized production control. |
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The
world of batch & queue! |
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At Kaul Associates, we would like to help businesses break through traditional norms and make the Lean transition through structured methodologies and tools to bring about change in all processes critical for improving customer satisfaction. |
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“The Lean Leap… the difference between competitive success and exit…” – James Womack , Founder and President, The Lean Enterprise Institute. |
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| What is Lean Manufacturing? | ||
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Toyota Production Systems … |  |
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Wide product variety at low volume with many options. |
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High first-time quality in refined products. | |
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Rapid response to market shifts. | |
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Low capital spend per unit produced. |
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Dramatically lower production costs. |
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The Fundamental Objective |
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| Provide perfect value to the customer througha perfect value creation process with zero waste in: |
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Design (concept to customer). | |
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Build (order to delivery). | |
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Sustain (in-use through lifecycle to recycling). |
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Turning Thinking into Action: Five Lean Principles |
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Accurately specify value by product. |
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Identify the value stream for each product family & remove wasteful steps (muda). |
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Make the product flow. |
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At the pull of the customer. |
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In pursuit of perfection. | |
| Lean Kaizen | ||
| Kaizen events align changes at a micro level with an overall Lean implementation. | ||
| These events involve: | ||
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The transfer of knowledge and the creation of self-sufficient teams for roll-out elsewhere | |
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Quick-win shop-floor projects:
team-based, hands on approach, targeting very specific problem areas
and realising immediate benefits |
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Higher level analysis to analyse
business issues that could negate the benefits achieved and action
planning/ implementation to address them |
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